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Article
Publication date: 2 May 2008

Maria C.W. Peeters and Hetty van Emmerik

The article's aim is to introduce the papers contained in this special issue of the Journal of Managerial Psychology.

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Abstract

Purpose

The article's aim is to introduce the papers contained in this special issue of the Journal of Managerial Psychology.

Design/methodology/approach

Specifically the present article starts by discussing the meaning of the factor age and by considering who is actually termed an older worker. Next, the consequences of cognitive, physical and mental changes during the aging process for work and organizations are being discussed. Before presenting a general introduction to the research contributions that are included in this special issue, a plea is made for a more positive approach to older employees. The article presents a literature review, a discussion of the main topics and suggestions for future pathways for research and HRM.

Findings

It is indisputable that some cognitive, physical and mental changes take place while people grow older. However, what is less certain is how these changes impede on employees' well‐being. Recently, scholars seem to agree that the picture is not as negative as one used to think.

Research limitations/implications

The implications are: use different conceptualizations of age; focus on the process of aging instead of on age as a factor; shift the focus from managing threats to creating opportunities.

Practical implications

It is in both employers' and employees' interest to make the best use of employees of all ages and to manage employees in accordance with individual attributes and capacities rather than by making assumptions based on age.

Originality/value

The article frames the issues and sets the stage for a more positive approach towards older workers.

Details

Journal of Managerial Psychology, vol. 23 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 27 November 2009

Maria Peeters, Cobi Wattez, Evangelia Demerouti and Wietske de Regt

The purpose of this paper is to examine whether work‐family (WF) interference functions as an explaining mechanism in the link between work‐family culture and well‐being, hereby…

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Abstract

Purpose

The purpose of this paper is to examine whether work‐family (WF) interference functions as an explaining mechanism in the link between work‐family culture and well‐being, hereby distinguishing between a negative and a positive process. The negative, energy depleting process initiates from a hindrance work‐family culture and ends up to burnout through the experience of work‐family conflict. The positive, motivation generating process initiates from a supportive work‐family culture and ends up to work engagement through work‐family enrichment.

Design/methodology/approach

The paper employs a quantitative study among employees from three different organizations (n=516).

Findings

Work‐family conflict fully mediates the relationship between a hindrance WF‐culture and the exhaustion dimension of burnout and partially mediates the relationship between a hindrance WF‐culture and the cynicism dimension of burnout. With regard to the mediational role of work‐family enrichment the results also confirm the paper's hypothesis. Work‐family enrichment partially mediates the relationship between a supportive WF‐culture and work engagement. Interestingly, analyses of some alternative mediational paths reveal some additional findings. Specifically, a supportive work‐family culture relates to work engagement through the perception of less work‐family conflict. Moreover, a supportive culture is also related to less feelings of burnout through work‐family enrichment.

Originality/value

The study shows that it pays off to invest in a supportive work‐family culture because such a culture contributes to work engagement and in the same time helps to prevent burnout.

Details

Career Development International, vol. 14 no. 7
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 21 June 2011

Corine van Wijhe, Maria Peeters, Wilmar Schaufeli and Marcel van den Hout

This study aims at disentangling the different underlying motivations that drive workaholic and engaged employees to work excessively hard. The Mood as Input (MAI) model serves as…

3081

Abstract

Purpose

This study aims at disentangling the different underlying motivations that drive workaholic and engaged employees to work excessively hard. The Mood as Input (MAI) model serves as an explanatory framework. The MAI model assumes that, dependent on the stop rule used, a different mood state may lead to persistence. When individuals evaluate whether they still enjoy an activity (an enjoyment stop rule), a positive mood would signal enjoyment, resulting in persistence. On the other hand, when individuals evaluate whether they have done enough (an enough stop rule), a negative mood would signal discontentment, which would also result in persistence.

Design/methodology/approach

A survey study (n=173) was conducted to test the applicability of the MAI model to the work context.

Findings

It was hypothesized and found that workaholism is positively related to negative mood and using an enough stop rule to determine when to stop working. In addition, this study showed that work engagement is related to positive mood. The findings did not support the expectation that work engagement is related to using an enjoyment stop rule to determine when to stop working. In conclusion, the results indicate that both mood and stop rules may be useful for explaining the difference in motivation to work persistently between workaholism and work engagement.

Originality/value

The paper advances the understanding of reasons to work hard which are related to work engagement and workaholism. Knowledge about the reasons why employees work hard can help professionals to prevent workaholism, thereby stimulating healthy and enduring careers.

Details

Career Development International, vol. 16 no. 3
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 6 July 2010

Wido G.M. Oerlemans and Maria C.W. Peeters

The paper's aim is to introduce the interactive acculturation model (IAM) of Bourhis et al. to predict how disconcordance in acculturation orientations between host community and…

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Abstract

Purpose

The paper's aim is to introduce the interactive acculturation model (IAM) of Bourhis et al. to predict how disconcordance in acculturation orientations between host community and immigrant workers relates to the quality of intergroup work‐relations.

Design/methodology/approach

The sample consisted of 141 host community (Dutch) and 41 non‐western immigrant workers of a postal service company who filled out a questionnaire. Methods of analyses include analysis of variance and multiple regression.

Findings

In line with the IAM, results showed that a higher disconcordance in preferred acculturation orientations between host community and immigrant workers related to a poorer quality of intergroup work‐relations. However, intergroup contact moderated this relationship differently for host community and immigrant workers.

Research limitations/implications

Data are cross‐sectional and collected in one organization. Future studies should replicate the findings to other organizational contexts, cultural groups, and collect longitudinal data to determine causal effects.

Practical implications

Organizations should monitor disconcordance in acculturation orientations amongst host community and immigrant workers. A multicultural culture in organizations may reduce disconcordance in acculturation orientations between host community and immigrant workers.

Originality/value

The paper helps to explain the mixed findings in cultural diversity research so far, by demonstrating that disconcordance in acculturation orientations relates negatively to intergroup work‐relations in a multicultural workplace.

Details

Journal of Managerial Psychology, vol. 25 no. 5
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 27 March 2009

I.J. Hetty van Emmerik and Maria C.W. Peeters

This study aims to investigate the crossover specificity of team‐level stressors to individual‐level work‐family conflict.

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Abstract

Purpose

This study aims to investigate the crossover specificity of team‐level stressors to individual‐level work‐family conflict.

Design/methodology/approach

The paper takes the form of a multilevel analyses with data from 428 employees of a Dutch municipality working in 49 teams.

Findings

The results indicate the expected crossover specificity of different types of work‐family conflicts. After controlling for individual‐level demands there is little evidence that team‐level work demands influence work‐family conflict (WFC) or family‐work conflict (FWC), but team‐level WFC and FWC do influence individual‐level WFC and FWC, respectively.

Research limitations/implications

The paper distinguishes two types of WFC, but it did not distinguish between strain‐ and time‐based conflicts. Further, it did not pay attention to individual differences (e.g., susceptibility to distress of team members), although such differences may be important moderators of the crossover process.

Originality/value

This study is one of the first that empirically linked team‐level stressors and WFC to individual‐level WFC and that tested crossover specificity. Findings indicated the associations of team‐level WFC and FWC and focal employees' WFC and FWC respectively, thereby underscoring the importance of crossover specificity.

Details

Journal of Managerial Psychology, vol. 24 no. 3
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 2 May 2008

Marjorie Armstrong‐Stassen and Francine Schlosser

This study aims to test a model of the relationships among older workers' propensity to engage in development activities (development orientation), their perceptions of the…

4764

Abstract

Purpose

This study aims to test a model of the relationships among older workers' propensity to engage in development activities (development orientation), their perceptions of the development opportunities associated with their job (job development climate), their commitment to their organization, and their intention to remain with their organization.

Design/methodology/approach

Separate questionnaires were completed by 395 individuals aged 50 to 70, who were in their career job and 195 individuals aged 50 to 70 who were employed in a bridge job. Both questionnaires included measures of development orientation, job development climate, affective commitment and intention to remain as well as individual characteristics and organizational characteristics.

Findings

The findings supported the proposed model in that development orientation was positively related to job development climate which, in turn, was positively related to affective commitment and affective commitment was positively related to intention to remain with the organization. There were both similarities and differences in the patterns of relationships for career‐job and bridge‐job respondents.

Research limitations/implications

The question of causality cannot be determined because of the cross‐sectional research design.

Practical implications

To create a supportive development climate and retain older workers, employers need to foster older workers' development orientation and ensure that their work assignments provide opportunities to learn new knowledge and skills.

Orginality/value

There is little empirical research addressing issues related to the development and retention of older workers. No previous studies have investigated both development orientation and job development climate in the context of older workers.

Details

Journal of Managerial Psychology, vol. 23 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 2 May 2008

Mary Anne Taylor, Caren Goldberg, Lynn M. Shore and Phillip Lipka

The aim is to examine the shifting effects of retirement expectations and social support on adjustment three and half and ten months post‐retirement.

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Abstract

Purpose

The aim is to examine the shifting effects of retirement expectations and social support on adjustment three and half and ten months post‐retirement.

Design/methodology/approach

For the purpose of this study, the authors used a survey methodology. Expectations regarding retirement and social support were used to predict three facets of satisfaction post‐retirement; life satisfaction, retirement satisfaction, and social satisfaction.

Findings

Results suggested that expectations consistently and significantly predicted satisfaction early and later in retirement. Social support was only a significant antecedent of retirement satisfaction at time 2, and had a non‐significant relationship to social and life satisfaction in retirement.

Practical implications

Results support the view that retirement expectations have a strong influence on retirement, life, and social satisfaction in the first year of an individual's retirement.

Originality/value

The paper's findings imply that interventions designed to create realistic expectations of the retirement experience may have a positive impact on adjustment.

Details

Journal of Managerial Psychology, vol. 23 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 2 May 2008

Todd J. Maurer, Frank G. Barbeite, Elizabeth M. Weiss and Michael Lippstreu

Purpose – The purpose of this paper is to introduce new measures of stereotypical beliefs about older workers' ability and desire for learning and development and test…

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Abstract

Purpose – The purpose of this paper is to introduce new measures of stereotypical beliefs about older workers' ability and desire for learning and development and test relationships with key antecedents and outcomes. Design/methodology/approach – In a sample of workers over 40 years of age from across the US workforce, a two‐wave survey study was unique in that it examined stereotypes held by aging workers themselves in relation to their own behavior. Findings – The psychometric qualities of the scales were positive and findings tied the stereotype measures to important outcome constructs involving retirement, interest in development, and self‐efficacy/concept for development. Relationships of the stereotype measures also existed with antecedent variables, including experience with the stereotyped behavior and general beliefs about changes with aging. Research limitations/implications – These are critical constructs for managerial psychology in the coming decades, and the findings and measures presented here can contribute to future research, not only on older workers themselves but also on younger workers' stereotypes and behavior toward older workers, which were not addressed here. Practical implications – The measures can be used as diagnostic tools and the findings offer potential ideas for organizational policy or interventions to target stereotypes. Originality/value – Because employee development is increasingly important and the workforce is rapidly aging, there is a need to understand development behavior by aging workers. While stereotypes can be a problem in this area, there is a lack of measures of these stereotypes and there is no research on the stereotypes by aging workers themselves.

Details

Journal of Managerial Psychology, vol. 23 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 2 May 2008

Carmen Binnewies, Sandra Ohly and Cornelia Niessen

The purspose of this study is to examine the interplay between job resources (job control and support for creativity from coworkers and supervisors), age and creativity at work…

6650

Abstract

Purpose

The purspose of this study is to examine the interplay between job resources (job control and support for creativity from coworkers and supervisors), age and creativity at work. Job control and support for creativity are assumed to benefit idea creativity and to moderate the relationship between age and idea creativity.

Design/methodology/approach

A sample of 117 nurses completed questionnaire measures and reported a creative idea they recently had at work. Three subject matter experts rated the creativity of the ideas. Hierarchical regression analyses were used to test hypotheses.

Findings

Job control and support for creativity as well as age were unrelated to idea creativity. However, job control and support for creativity moderated the relationship between age and idea creativity. Age was positively related to idea creativity under high job control and negatively related to idea creativity under low job control and low support for creativity.

Research limitations/implications

A potentially selective sample due to systematic drop‐outs and a selection effect of older nurses might limit the generalizability of our results. Future research should examine the mechanisms that explain the moderating effect of job resources in the relationship between age and performance.

Practical implications

Older employees' creativity at work can be raised by fostering support for creativity from coworkers and supervisors. Younger employees should get support to deal with a high level of job control, because their creativity is lowest under a high level of job control.

Originality/value

Using data from multiple sources the study shows that different constellations of job resources benefit older and younger employees' creativity at work.

Details

Journal of Managerial Psychology, vol. 23 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 2 May 2008

Dorien Kooij, Annet de Lange, Paul Jansen and Josje Dikkers

Little is known about the motivation for older workers to work and to remain active in the labor market. Research on age and motivation is limited and, moreover, conceptually…

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Abstract

Purpose

Little is known about the motivation for older workers to work and to remain active in the labor market. Research on age and motivation is limited and, moreover, conceptually diverse. This paper aims to address age‐related factors that influence the work motivation of older workers. More specifically, it seeks to examine how various conceptualizations of the age factor affect the direction and termination of the motivation to continue to work of older workers.

Design/methodology/approach

A literature review of age‐related factors and motivation to continue to work is the approach taken in the paper.

Findings

Results from 24 empirical and nine conceptual studies indicate that most age‐related factors can have a negative impact on the motivation to continue to work of older people. These findings suggest that age‐related factors are important in understanding older workers' motivation to continue to work and that further research is needed to more fully understand the underlying processes that govern how these age‐related factors influence the motivation to continue to work.

Research limitations/implications

Based on the aforementioned findings, the paper was able to formulate a research agenda for future research, such as: a need for a meta‐analysis on age and motivation to determine the actual effect sizes, and additional theoretical attention to the underlying age‐related processes.

Practical implications

Age‐related factors identified in this study, such as declining health and career plateaus, should be addressed by HRM policies. HRM practices that could motivate older workers to continue to work include ergonomic adjustments and continuous career development.

Originality/value

Research on age and motivation is limited and conceptually diverse. This paper is one of the first studies to explore the relations between different conceptualizations of age and motivation.

Details

Journal of Managerial Psychology, vol. 23 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

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